- Define the desired performance culture of the business and the objectives of the
exercise.Use the list of characteristics above as a starting point and
produce a list that is aligned to the culture and context of the business
and a statement of the objectives of developing an HPWS. - Analyse the existing arrangements.Start from the headings defined at stage
2 and analyse against each heading:- What is happening now in the form of practices, attitudes and behav-
iours (what do we want people to do differently)? - What should be happening?
- What do people feel about it (the more involvement in this analysis
from all stakeholders the better)?
- What is happening now in the form of practices, attitudes and behav-
- Identify the gaps between what is and what should be.Clarify specific prac-
tices where there is considerable room for improvement. - Draw up a list of practices that need to be introduced or improved.At this stage
only a broad definition should be produced of what ideally needs to be
done. - Establish complementarities.Identify the practices that can be linked
together in ‘bundles’ in order to complement and support one another. - Assess practicality.The ideal list of practices, or preferably bundles of
practices, should be subjected to a reality check:- Is it worth doing? What’s the business case in terms of added value?
What contribution will it make to supporting the achievement of the
organization’s strategic goals? - Can it be done?
- Who does it?
- Have we the resources to do it?
- How do we manage the change?
- Is it worth doing? What’s the business case in terms of added value?
- Prioritize.In the light of the assessment of practicalities, decide on the
priorities that should be given to introducing new or improved practices.
A realistic approach is essential. There will be a limit on how much can be
done at once or any future time. Priorities should be established by
assessing:- the added value the practice will create;
- the availability of the resources required;
- anticipated problems in introducing the practice, including resistance
to change by stakeholders (too much should not be made of this:
change can be managed, but there is much to be said for achieving
some quick wins); - the extent to which practices can form bundles of mutually supporting
practices.
- Define project objectives.Develop the broad statement of objectives
produced at stage 2 and define what is to be achieved, why and how.
124 l HR strategies